2. Brown bag 2
Agile stories that make me shiver
› Source: Dilbert.com
›When people say Agile, I tend to think they mean cheap and quick, and it
makes me sad.
3. 3
Myths and truths
›Agile is not for operations, is only for software development.
• Not true, even though some agile methodologies were developed for Software
development, lean is used in manufacturing.
›Agile does not solve all your problems.
• True, you will not become inmortal.
›Agile does not involve planning at all.
• Not true, it requires planning, in fact it requires harder involvement from various
stakeholders.
›Agile and ITIL cannot work together.
• Meh, some processes of ITIL can take advantage of some Agile frameworks, still
the Agile principles are quite adaptable to an ITIL environment.
›Agile and PRINCE2 cannot work together.
• There was something called Prince2 Agile, but not sure how it works in real life.
4. 4
What’s this all about
› VERY BASIC VALUES, very limited tailoring to adapt to our environment (1 word!)
•Individuals and interactions over processes and tools
•Working services software over comprehensive documentation
•Customer collaboration over contract negotiation
•Responding to change over following a plan
5. CISO as a Service 5
And twelve principles
› Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter
timescale.
› Business people and developers technicians must work together daily throughout the project.
› Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the
job done.
› The most efficient and effective method of conveying information to and within a development team is face-to-face
conversation.
› Working software services is the primary measure of progress.
› Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a
constant pace indefinitely.
› Continuous attention to technical excellence and good design enhances agility.
› Simplicity--the art of maximizing the amount of work not done--is essential.
› The best architectures, requirements, and designs emerge from self-organizing teams.
› At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
6. 6
In fact it should already be in our DNA
› From our company competency model
› Individuals and interactions over processes and tools
• Effective behaviour: Encourages others to share their views; takes time to understand and consider these views.
• Effective behaviour: Works collaboratively with team members to achieve results
• Ineffective behavior: Focuses on process rather than on outcomes.
› Working services software over comprehensive documentation
• Effective behavior: Produces high-quality results and workable solutions that meet client needs
• Effective behavior: Monitors own progress against objectives and takes any corrective actions necessary
› Customer collaboration over contract negotiation
• Creates opportunities for promoting synergies inside and outside the organization to improve outcomes
• Encourages people from different parts of the Organization to work together
› Responding to change over following a plan
• Effective behaviour: Is receptive to new ideas and working methods.
• Effective behaviour: Adapts readily and efficiently to changing priorities and demands
• Ineffective behaviour: Is reluctant to change when faced with new demands or challenges
7. 7
What’s this all about
›It’s about Self-managed teams
›It’s a painful transition:
• It requires proactive team members, thinking, and it
uncovers low performers
• Switching from firefighting to proactively adding value
9. 9
Let’s do Agile Scrum
BALL POINT GAME
› Rules:
• Each ball must circulate and have traveling time
• Each ball must be touched at least once by every member
• Balls cannot be passed to your direct neighbor (left or right).
› Definition of done:
• Each ball must return to the first person who touched it to be considered one point.
› 2 minutes to organize work, 2 minutes to reflect, 2 minutes to work
› How many points can you score in two minutes? Record is 150 points!
11. 11
What we did in a nutshell
›We set our own expectations, we decided our goals.
›We executed sprints: each iteration was a sprint, sprints are fixed duration.
›We executed ‘retrospectives’ at the end of each sprint, we analyzed what
happened and learnt from it
›Did we improve?
›Did we learn?
12. CISO as a Service 12
What we did in a nutshell
13. CISO as a Service 13
Something to do tomorrow
› Try retrospectives:
• Every week, or every two weeks, sit with your team: analyze what went well, what went wrong…
• Review with the team what was achieved.
› Try continuous small service improvement
• Set goals to be achieved in short intervals.
› Try Kanban, try post its, try “visual management”, we (kind of) do it in SD
